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Progressive Concepts in Program Management

COURSE TYPE

Advanced

Course Number

1331

Duration

4 Days

An Integrated Master Plan is key to successfully managing large-scale government projects. Through a complex case study in this FAC-P/PM certification training course, you gain the skills to coordinate the development of, oversee, evaluate and critique a systems engineering approach, Integrated Master Plan and Integrated Master Schedule.

Important Course Information

Requirements:

Four years of program or project management experience, which shall include a minimum of one year of experience on Federal programs and projects, within the last ten years

FAC-P/PM Certification Information:

All Federal employees (non DoD) who work in a Program/Project Management role are required to be FAC-P/PM certified. Private industry/contractors are eligible to attend FAC-P/PM training, but are not eligible to become certified.

FAC-P/PM certification is awarded at the agency level and requirements vary by agency. Check with your Acquisition Career Manager (ACM) for information on certification requirements.

Course Outline

Core Project Management Processes

The Integrated Master Plan (IMP) and Integrated Master Schedule (IMS)

Overseeing the Work Breakdown Structure (WBS)

Creating cost-estimation metrics

The role of earned value management

Cost, schedule and performance trade-offs

Performing technical reviews

Tools for evaluating the IMP and IMS

Applying work loading methods

Benefiting from project management software

Estimating Total Cost of Ownership

Estimating techniques

Recognizing the “Cone of Uncertainty”

Making decisions using the Life Cycle Cost Estimate

Cost-benefit trade-offs

The Government Accounting Office (GAO) 12-step best practice model

Documenting the relationship between interrelated budgets and cost terms

Managing Risks and Opportunities

Identifying risks

Recognizing potential risks and threats

Evaluating responses

Analyzing risks and opportunities

Strategies for mitigating risk

Maximizing opportunities

Monitoring and Controlling Risks

Integrating risks into the management plan

Assessing risk in the real world

Employing the risk management process

Qualitative and quantitative risk assessment

Ranking the probability and impact of risk

Questioning acceptable and unacceptable risk

Working with risk management software

Demystifying simulation tools

Generating risk analysis results

Leading the Development of a Program’s Systems Engineering

Reviewing systems engineering approaches

Implementing systems engineering methodology

Evaluating processes and approaches

Establishing configuration management

Managing technical data and interface issues

Developing requirements

Transferring a functional diagram into a physical architecture

Analyzing trade studies

Balancing independent variable costs

Building traceability matrices

Reviewing Requirements

Requirements analysis

Clarifying requirements by focus

Classifying requirements by type

Prioritizing requirements

Defining traceability and design

Writing the traceability matrix

Documenting change requests

Selecting a design

Testing and Evaluation Processes

Managing a test and evaluation program

Charting the potential cost of inadequate testing

Incorporating verification and validation

Selecting the integrated product team

Critiquing a realistic or operational test

Categorizing the test/verification tools

Testing documents vs. testing process

Applying Acquisition Principles to Contracting

Reviewing contract types to determine the risks/rewards

Aligning negotiation stages for procurement

Handling contract management issues

Recognizing staffing issues on sizable contract awards

Evaluating government-furnished equipment

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